• The Journal of Society for e-Business Studies
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• v.4 no.1
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• pp.117-143
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• 1999

As information technology becomes an increasingly intrinsic part of business operations and it's use has grown more widespread and ingrained, the demand for study on the CIO's leadership increases.. This study was accomplished to analyze the effect that CIO's transformational and transactional leadership have on leadership performance in pursuit of the ideal leadership required of CIO. The study results reveal the followings. First, CIO's transformational. transactional, and laissez faire leadership is statistically related with leadership performance. Especially, the transformational leadership was more correlated with leadership performance than transactional leadership. Second, leadership performance both of transformational leader and transactional leader was higher than than of laissez faire leader. But leadership performance between transformational leadership and transactional leadership was not statistically significant. Third, many CIOs turn out to possess both transformational and transactional leader's trait, and therefore, the subjects were categorized into the three groups such as: purely transformational leaders, purely transactional leaders, and transformational-transactional leaders. The result shows that leadership performance was high in order of transformational-transactional leader, purely transformational leader, and purely transactional leader. It reveals that leaders possessing both transformational and transactional leadership were more acceptable than the others to the subordinates.

• Journal of Distribution Science
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• v.20 no.1
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• pp.41-53
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• 2022

Purpose: This study has three main purposes: first, to examine the effect of transactional leadership on knowledge sharing and innovative work behavior. Second, to examine the effect of knowledge sharing on innovative work behavior. Third, to examine the mediating role of knowledge sharing in the relationship between transactional leadership and innovative work behavior. Research design, data and methodology: The quantitative method is considered appropriate for this study, and a questionnaire is used to collect data from a total of 107 employees who participated in the study. The SmartPLS-SEM version 3.0 is used to analyze data. Results: The results reveal that transactional leadership has a positive and significant effect on knowledge sharing. However, transactional leadership directly has no significant effect on innovative work behavior. In addition, knowledge sharing positively and significantly affects innovative work behavior. This finding demonstrates that knowledge sharing becomes an essential mediator of transactional leadership and innovative work behavior in distribution market. Conclusions: This study makes a novel contribution by unboxing the limited understanding of the effect of transactional leadership on innovative work behavior mediated by knowledge sharing in the lens of social exchange theory. Also, this study highlights that transactional leader develops bonding and willingness among employees to share their knowledge to foster innovative work behavior.

• The Journal of Korean Institute of Communications and Information Sciences
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• v.37B no.11
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• pp.1041-1049
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• 2012

The transactional memory was proposed to solve the problems of the conventional lock-based synchronization methods in the shared memory multiprocessor system. Various implementation methods for putting the high performance transactional memory to practical use have been continuously studied. However, these studies focus only on the commercialization and performance enhancement of the transactional memory. Besides, there have been few studies to analyze the system overhead of the transactional memory according to the conflict management policy. Thus this paper classifies hardware transactional memory, which is one kind of transactional memories, into four types according to the conflict management policy, and then compares and analyzes their performance and system bus traffic through their modeling and simulation. In addition, the most effective conflict management policy for the hardware transactional memory is presented through these comparison and analysis.

• Journal of Information Processing Systems
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• v.14 no.2
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• pp.499-509
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• 2018

Recently, hybrid transactional memory (HyTM) has gained much interest from researchers because it combines the advantages of hardware transactional memory (HTM) and software transactional memory (STM). To provide the concurrency control of transactions, the existing HyTM-based studies use a bloom filter. However, they fail to overcome the typical false positive errors of a bloom filter. Though the existing studies use a global lock, the efficiency of global lock-based memory allocation is significantly low in multi-core environment. In this paper, we propose an efficient hybrid transactional memory scheme using near-optimal retry computation and sophisticated memory management in order to efficiently process transactions in multi-core environment. First, we propose a near-optimal retry computation algorithm that provides an efficient HTM configuration using machine learning algorithms, according to the characteristic of a given workload. Second, we provide an efficient concurrency control for transactions in different environments by using a sophisticated bloom filter. Third, we propose a memory management scheme being optimized for the CPU cache line, in order to provide a fast transaction processing. Finally, it is shown from our performance evaluation that our HyTM scheme achieves up to 2.5 times better performance by using the Stanford transactional applications for multi-processing (STAMP) benchmarks than the state-of-the-art algorithms.

• Journal of Community Nutrition
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• v.7 no.4
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• pp.207-214
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• 2005

The purpose of this study is to identify the transformational or transactional leadership styles of Korean dietitians. The study was completed with Korean dietitians (n = 268, $67\%$ response) using mail survey. The leadership styles were divided into transformational (including charisma, intellectual stimulation, individualized consideration) and transactional (contingent reward, management by exception) leadership found in the several literature. Overall, the score of Korean dietitians' transactional leadership was higher than that of the transformational leadership (p < .05). Among three sub-dimensions of the transformational leadership styles, the score of 'individualized consideration' was higher than 'charisma' and 'intellectual stimulation'. Between two sub-dimensions of the transactional leadership styles, Korean dietitians used more 'management-by-exception' than 'contingent reward'. ANOVA results suggested that the transformational leadership was more likely to be used by the younger dietitians, while the transactional leadership was more likely to be used by the older dietitians (p < .05). Data showed that dietitians having 3-6 year dietetic experience used more transformational leadership than other experienced dietitians (p < .05). It was also found that the Korean dietitians' leadership styles were influenced by the type of dietetic practice area. Data showed that 'charisma', 'intellectual stimulation', 'individualized consideration' and 'contingent reward' were more likely to be used by Korean dietitians from school than by dietitians from health. care and industry (p < .05). This study will be useful for dietitians to guide the application of appropriate leadership style in order to increase employees' job satisfaction as well as organizational performance. (J Community Nutrition 7(4) : $207\∼214$, 2005)

• Journal of Korea Society of Digital Industry and Information Management
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• v.10 no.4
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• pp.251-264
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• 2014

This study aims to suggest proper types of leadership that can enhance organizational commitment by examining differences in recognition of department head leadership style. This research is to find out what kind of leadership type is the most efficient to make member committed to their organization among transactional leadership and transformational leadership. To following consequences are gained through this analysis. First, as to the types of department head leadership, the average of transformational leadership was higher than that of transactional leadership. Second, the result of this research indicates the positive impact of transformational leadership affect organizational commitment without continuance commitment at IT departments. But, at non-IT departments, all organizational commitment is affected by transformational leadership. Third, transactional leadership affects affective commitment at IT departments. But, transactional leadership may not affect affective commitment at non-IT departments. Finally, transactional leadership may not affects normative commitment at IT departments, but at non-IT departments.

• Journal of Industrial Convergence
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• v.6 no.2
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• pp.93-108
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• 2008

The central contribution of this paper is a model that integrates and extends two established frameworks in the management literature to propose a theoretical link between two previously disconnected constructs: transformational and transactional leadership and organizational learning.

• Journal of the Korean Society of Safety
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• v.33 no.6
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• pp.66-76
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• 2018

This study examined the influence of safety leadership on safety behavior, safety climate and accident using meta analysis. Specifically, safety leadership model which incorporated both transformational and active transactional leadership styles was tested using meta analysis. The results showed that both transformational and active transactional leadership had a positive relationship with safety compliance and participation behavior, and organizational safety climate. However, both leadership styles had a negative relationship with accident. In addition, transformational leadership had significant greater effects on safety behaviors and accident than transactional leadership. In contrast, although there were no significant differences, transactional leadership has a greater effect on the safety climate. These findings suggest that active transactional leadership is important in establishing perceived safety climate of employees, whereas transformational leadership is more related with improving employees' safety behaviors. Therefore, in line with the previous studies of safety leadership, a combination of both transformational and transactional styles will be most beneficial for developing organizational safety management program. Based on these results, practical implications and further research in terms of development for safety leadership program are discussed.

• Journal of Distribution Science
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• v.21 no.8
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• pp.11-21
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• 2023

Purpose: This study examined the effect of situational, transformational, and transactional leadership on the firm survival of restaurants distribution in Thailand during the COVID-19 pandemic. Following the existing literature, situational, transformational, and transactional leadership are the origin of firm performance leading to firm survival. Therefore, situational, transformational, and transactional leadership were the critical factors in creating the firm implementation of restaurants distribution in Thailand. Research design, data, and methodology: The sample consisted of 400 restaurants in Thailand, and the statistical approach for data analysis was an ordinary least-squares regression. The study analyzed the response bias, validity, and reliability. Results: Significantly, these findings firmly revealed that situational, transformational, and transactional leadership primarily positively affected firm performance. However, the uncertain environmental conditions had a moderate impact, resulting in a negative correlation between the three leadership styles and the company's performance. Conclusions: Despite the COVID-19 situation in Thailand, the research findings show no significant positive correlation between the performance of restaurants distribution and their survival as a business due to the COVID-19 pandemic is rare for firms to endure and survive, including restaurants distribution in Thailand. In conclusion, we have presented practical and theoretical ideas and recommendations for future research.

• Korean Journal of Social Welfare
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• v.58 no.4
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• pp.341-369
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• 2006

This study attempts to explain how the social-worker empowerment in the field of social work relates to social-work self-efficacy and whether or not the transactional leadership of the leader moderates the relationship between these two variables. Data from 390 social workers working with public and private sector agencies in Seoul were collected. For the questionnaire and analysis, this research uses the Social Worker Empowerment, Social Work Self-Efficacy, and Transactional Leadership scales. This research utilizes a wide range of statistical analyses, such as descriptive analysis, Pearson's correlation, reliability analysis, factor analysis, multiple regression, and general linear modeling. The calculations employed the use of SPSS/PC+ 12.0. This research indicates, among other things, that social workers with a high level of social worker empowerment and transactional leadership of the leader show a tendency toward higher social work self-efficacy and that the leader's transactional leadership level plays a moderating function in the relationship between social-worker empowerment and transactional leadership of the leader. In conclusion, a social worker with a low level of leader's transactional leadership shows a relatively greater tendency toward social work self-efficacy when compared to a social worker having a high level of leader's transactional leadership. Social workers and social-work organizations seeking professional practice can benefit from these findings on the relationship between professional behavior and social work self-efficacy with perceived transactional leadership about a team leader as a moderator.